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Why Do IT Professionals Succumb to Project Overload? Joe Townsend explores why IT professionals continue to succumb to project overload. The problem is not that we take on too much; the problem lies in the fact that we don’t manage our projects very well, and these repeated failures lead to overload as we can’t deliver what we promise. |
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Become a Better Product Manager: Your Project Deserves It Becoming a better product manager is something you never stop doing. As you get better, your work will improve, your satisfaction with your work will increase, and opportunities to do even better work will come. Scott Sehlhorst sums up how to invest in becoming a better product manager. |
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When Smart People Do Dumb Things Smart people obviously do a lot of smart things or they wouldn’t be considered smart people. But smart people sometimes do dumb things too. Naomi Karten gives us the rundown on what causes otherwise intelligent people to behave in foolish ways. |
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The Difference between Outcome and Output in Product Development To be successful in product development, we must minimize the number of product features while also delivering what the customer will like. In other words, product development success is governed by our ability to maximize the “outcome” rather than “output” of product development. |
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A Good User Experience Starts with Excellent Requirements Adrian Reed highlights the importance of creating solid requirements in order to create a good user experience. Techniques discussed include engaging users early in the requirements cycle; stakeholder identification, categorization, and management; and process identification and modeling. |
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The Myths and Realities of Creativity Are you creative? Most people, if asked, say they’re not—but they’re wrong. One of the most common myths about creativity is that only artists, writers, and musicians are creative. Another myth is that creativity depends entirely on the person and not on the person’s environment. |
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Signs of a Doomed Project Naomi Karten shares some common signs of a doomed project. The early signs of a project in trouble include a lack of interest, chronically poor communications, a no-bad-news environment, and people attending meetings but not paying attention. |
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Why Cultural Differences Matter to Project Stakeholders In a time when many projects span organizations, countries, and time zones, an appreciation of culture—including national culture—is of paramount importance. Adrian Reed explains how cultural guides, comparisons, and observations can be extremely useful for your projects. |
